This study is orientated to German Managers and employees and tries to show and explain the differences between business customs of these two countries. The reason is the importance of the trade between Germany and Argentina and that these numbers with more cultural awareness maybe could be increased. First, a “model” of the typical Argentinean is made in Chapter 2. This includes some stereotypes, but this is inevitable for this work. It is assumed that the typical Argentinean will rarely deviate from this inherit pattern. The attitude towards leadership, time, task orientation, etc. is examined. On this basis in Chapter 3 different situations in business between these cultures are explained: How should a German manager in Germany handle and work with employees from Argentina? How can a German manager work successful in Argentina with a group of Argentineans? What considerations are necessary for a successful contract negotiations?
A short summaries finalies the work.
At a glance
- Applies selected rules from Baker and Campbell’s project-management framework
- Focuses its Argentinean cultural model on residents of Buenos Aires
- Examines a German company selling products to an Argentinean company
- 12 sources in the bibliography
Table of Contents
1. Introduction
2. The Argentinean model
2.1. Categorization of the two cultures
2.2. Relationship employer to employee
2.3. The view of time in Argentina and Germany
2.4. Negotiation and the establishing of compromise
2.5. Entertaining the different cultures
2.6. Verbal and nonverbal communication
2.7. On the job actions
3. Appliance of the results
3.1. Guideline to work with employees from Argentina in Germany
3.2. How to lead an Argentinean project group in Argentina
3.3. Successful negotiations with Argentinean business people
4. Conclusion
Aim and Topics
This work aims to help German managers and employees navigate business relationships with Argentinean counterparts. It asks how differences in workplace customs and communication can inform the integration of employees in Germany, the leadership of project groups in Argentina and business negotiations between the two countries.
- Comparative cultural orientations and approaches to time
- Leadership, authority and employee relationships
- Verbal and nonverbal communication
- Integration of Argentinean employees in German workplaces
- Project leadership and cross-cultural negotiation
Excerpt from the Book
3.3. Successful negotiations with Argentinean business people
In this case, it is assumed that a Germany company wants to sell products to the Argentinean company. The negotiations should be prepared under the careful adherence of the differences between
1. linear to multi-active people and
2. data - to dialogue orientated cultures.
This means that the German negotiators have to know what the Argentinean expect. The negotiation and the selling process must be aligned to the business customs of the Argentineans. The following idiom can used to describe the attempt to make business: “When in Rome, do like the Romans do. ” This does not mean, that the Germans should give up their own conviction. But they should be aware of their own and of the other culture to avoid misunderstandings.
First of all, it is necessary to perpetuate the dignity of all participants. This begins before the meeting: The inquiry for the meeting should be made some weeks in advance, especially when the meeting is important. The so called “cold call” should be avoided, cause it is impolite. This is a signal of politeness and should be made although the business partner will maybe delay the appointment. Also the German group should be informed about the different titles that the negotiation partners own. The status of the leader and the values that brought him to this positions should be respected, though the nepotism or the importance of personal relations seems for some German very canting or against the law. Punctuality should still be protected, although it is likely that the negotiating partners will be late. Cultivated, conservative appearance are a condition for the first steps.
The second step after that should be an attempt to create a friendly relation. For this process, the Germans should calculate a lot of time. Impatience seldom leads to results. The created relationship should be maintained with frequent visits.
Third, it is not useful to show large presentation, to describe details of the product or to lavish the Argentineans with technical facts. Further on, the German way to finish the business, which is task orientated, fast and follows a clear activity chain, can not used here. The selling company must in this case able to react flexible to changes in the negotiations.
Chapter Summaries
1. Introduction: The author introduces the practical purpose of the work, its three management scenarios and its focus on Buenos Aires residents.
2. The Argentinean model: This chapter develops a comparative cultural model covering time, authority, negotiation, communication and workplace behavior. It explicitly uses generalizations and stereotypes as the basis for the subsequent discussion.
3. Appliance of the results: The author applies the model to employee integration in Germany, project leadership in Argentina and a German–Argentinean sales negotiation.
4. Conclusion: The final chapter revisits the cultural contrasts and the proposed approaches to the three management situations.
Keywords
intercultural management, Argentina, Germany, business communication, cultural differences, leadership, project management, negotiation, employee integration, time orientation, dialogue orientation, business etiquette
Frequently Asked Questions
What is this work about?
It examines intercultural management and business communication between German and Argentinean professionals.
What are its central themes?
The main themes include cultural orientations, leadership, workplace relationships, time, communication, project management and negotiation.
What is the primary aim?
The work seeks to provide practical guidance for German managers and employees working with Argentinean counterparts in several business situations.
What method does the author use?
The author draws on published literature and business guides to construct a comparative cultural model, then applies it to three illustrative management situations.
What does the main discussion cover?
It considers cultural differences and applies them to employee integration, leading a project group and conducting a sales negotiation.
Which keywords characterize the work?
Key terms include intercultural management, Argentina, Germany, leadership, business communication, project management and negotiation.
Which Argentinean population does the cultural model emphasize?
The author uses the term “Argentineans” primarily to refer to residents of Buenos Aires, known as porteños.
How are project-management rules used?
The discussion applies selected rules from Baker and Campbell’s project-management framework to leading an Argentinean project group.
What negotiation scenario is considered?
The author considers a German company seeking to sell products to an Argentinean company and discusses preparation, relationships and communication in that setting.
- Quote paper
- Armin Gruwe (Author), 2004, Intercultural management in Argentina / Business Communication, Munich, GRIN Verlag, https://www.grin.com/document/33364
